1. Accounting ratios and ratio analysis
An accounting ratio expresses the relationship between two related figures from the financial statements (for example current assets and current liabilities). Ratio analysis means computing such ratios, comparing them (with past years, with other firms, with accepted standards) and interpreting them.
Forms: pure ratio (2 : 1), times (10 times), percentage (25%).
Objectives and advantages:
- to judge liquidity (short-term paying capacity) and solvency (long-term soundness);
- to measure efficiency in using inventory, receivables and assets, and profitability;
- to summarise many figures in a few relationships that are easy to communicate;
- to make inter-period and inter-firm comparison possible and to help in planning and forecasting;
- to point out weak areas that need management action.
Classification (by purpose): liquidity, solvency, activity (turnover) and profitability ratios.
| Family | Question it answers | Ratios | Reader most interested |
|---|---|---|---|
| Liquidity | Can short-term dues be paid? | Current ratio; quick ratio | Trade creditors, short-term lenders |
| Solvency | Is the long-term structure safe? | Debt-equity; total assets to debt; proprietary; interest coverage | Debenture holders, long-term lenders |
| Activity (turnover) | How hard are resources working? | Inventory, trade receivables, trade payables, fixed asset, net asset and working capital turnover | Management |
| Profitability | How much does the business earn? | Gross profit, operating, operating profit and net profit ratios; return on investment | Shareholders, investors, management |
| Form | Example | Used mainly for |
|---|---|---|
| Pure ratio (x : 1) | Current ratio 2 : 1 | Liquidity and solvency ratios |
| Times | Inventory turnover 10 times | Activity (turnover) ratios, interest coverage |
| Percentage | Gross profit ratio 25% | Profitability ratios |
| Ratio analysis helps to… | Because… |
|---|---|
| Judge liquidity | it compares what can be turned into cash soon with what must be paid soon |
| Judge solvency | it compares long-term debt with owners’ funds and assets |
| Measure efficiency | it shows how many times resources are turned into revenue |
| Measure profitability | it relates profit to revenue and to capital employed |
| Compare and plan | ratios of different years and firms can be set side by side |
| Locate weak spots | an unusual ratio points to the figure that needs attention |
Key terms
- Accounting ratio
A mathematical relationship between two related figures in the financial statements.
- Ratio analysis
Computing, comparing and interpreting accounting ratios to judge a business.
- Inter-firm comparison
Comparing the ratios of one firm with those of similar firms.
2. One set of definitions and the rounding rule
Definitions. The table sets out what each base means in this chapter, and the second table gives all seventeen formulas. Note especially:
- Debt is the non-current liabilities only; current liabilities never enter solvency ratios.
- Capital employed can be worked out from either side of the balance sheet; the two answers must be equal, which is a useful check.
- Operating expenses do not include finance costs or non-operating losses (loss on sale of a fixed asset, loss by fire); non-operating income (interest or dividend received, profit on sale of an asset) is also left out of operating profit.
- When credit revenue or credit purchases are not given, the total figure is used; when only closing figures are given, they replace the average.
Rounding rule. Ratios are worked to two decimal places, rounded half up (1.2667 → 1.27; 6.125 → 6.13). An exact result is written as it is (2.5 : 1, 25%). Write liquidity and solvency ratios as "x : 1", turnover ratios and interest coverage in "times", and profitability ratios as percentages.
| Term | Definition used in this chapter |
|---|---|
| Quick assets | Current assets − inventories − prepaid expenses |
| Debt | Long-term borrowings + long-term provisions (non-current liabilities) |
| Equity | Shareholders' funds = share capital + reserves and surplus |
| Total assets | Non-current assets + current assets |
| Working capital | Current assets − current liabilities |
| Capital employed | Shareholders' funds + non-current liabilities = non-current assets + working capital |
| Net fixed assets | Property, plant and equipment and intangible assets, after depreciation |
| Cost of revenue from operations | Opening inventory + purchases + direct expenses − closing inventory (= revenue − gross profit) |
| Average (inventory, receivables, payables) | (Opening + closing) ÷ 2 |
| Trade receivables / payables | Debtors + bills receivable / creditors + bills payable |
| Operating expenses | Employee benefits, depreciation and amortisation, other operating (office, selling) expenses |
| Profit before interest and tax | Operating profit + non-operating income − non-operating expenses (= profit before tax + interest) |
| Ratio | Formula |
|---|---|
| Current ratio | Current assets ÷ Current liabilities |
| Quick ratio | Quick assets ÷ Current liabilities |
| Debt-equity ratio | Debt ÷ Equity (shareholders' funds) |
| Total assets to debt ratio | Total assets ÷ Debt |
| Proprietary ratio | Shareholders' funds ÷ Total assets |
| Interest coverage ratio | Profit before interest and tax ÷ Interest on long-term debt |
| Inventory turnover | Cost of revenue from operations ÷ Average inventory |
| Trade receivables turnover | Credit revenue from operations ÷ Average trade receivables |
| Trade payables turnover | Net credit purchases ÷ Average trade payables |
| Fixed asset turnover | Revenue from operations ÷ Net fixed assets |
| Net asset turnover | Revenue from operations ÷ Capital employed |
| Working capital turnover | Revenue from operations ÷ Working capital |
| Gross profit ratio | Gross profit ÷ Revenue from operations × 100 |
| Operating ratio | (Cost of revenue from operations + Operating expenses) ÷ Revenue from operations × 100 |
| Operating profit ratio | Operating profit ÷ Revenue from operations × 100 |
| Net profit ratio | Net profit ÷ Revenue from operations × 100 |
| Return on investment | Profit before interest and tax ÷ Capital employed × 100 |
Key terms
- Capital employed
Shareholders' funds + non-current liabilities, equal to non-current assets + working capital.
- Working capital
Current assets minus current liabilities.
- Cost of revenue from operations
Cost of the goods sold: revenue from operations less gross profit.
3. Liquidity ratios
Current ratio = current assets ÷ current liabilities. Conventional level 2 : 1. A low ratio warns of difficulty in paying dues; a very high one suggests idle cash, excess stock or slow collection.
Quick (liquid) ratio = quick assets ÷ current liabilities, where quick assets = current assets − inventories − prepaid expenses. Conventional level 1 : 1. It tests whether dues can be met without depending on the sale of stock.
Effect of a transaction: recompute both parts. Rules that follow from the arithmetic (check them on the table):
- an equal rise in both parts lowers a ratio above 1 and raises a ratio below 1;
- an equal fall in both parts raises a ratio above 1 and lowers a ratio below 1;
- an exchange of one current asset for another leaves the current ratio unchanged (but cash for inventory lowers the quick ratio).
| Ratio | Working | Result |
|---|---|---|
| Current assets | 3,20,000 + 2,80,000 + 1,60,000 + 40,000 | ₹8,00,000 |
| Quick assets | 8,00,000 − 3,20,000 − 40,000 | ₹4,40,000 |
| Current ratio | 8,00,000 ÷ 4,00,000 = 2 : 1 | 2 : 1 |
| Quick ratio | 4,40,000 ÷ 4,00,000 = 1.1 : 1 | 1.1 : 1 |
| Current assets (numerator) | Current liabilities (denominator) |
|---|---|
| Inventories | Short-term borrowings (overdraft, cash credit) |
| Trade receivables (debtors + bills receivable) | Trade payables (creditors + bills payable) |
| Cash and cash equivalents | Other current liabilities (outstanding expenses, unpaid dividend) |
| Current investments; short-term loans and advances | Short-term provisions (provision for tax) |
| Prepaid expenses and other current assets |
| Kept in quick assets | Taken out |
|---|---|
| Cash and cash equivalents | Inventories: must be sold first, perhaps on credit |
| Trade receivables | Prepaid expenses: will never come back as cash |
| Current investments (marketable securities) | |
| Short-term loans and advances, other current assets |
| Transaction | Current assets | Current liabilities | New current ratio | Effect |
|---|---|---|---|---|
| Pays trade payables ₹1,00,000 | −1,00,000 | −1,00,000 | 7,00,000 ÷ 3,00,000 ≈ 2.33 : 1 | Increases |
| Buys goods on credit for ₹1,00,000 | +1,00,000 | +1,00,000 | 9,00,000 ÷ 5,00,000 = 1.8 : 1 | Decreases |
| Collects ₹50,000 from customers | No change | No change | 8,00,000 ÷ 4,00,000 = 2 : 1 | No change |
| Buys a machine for ₹80,000 in cash | −80,000 | No change | 7,20,000 ÷ 4,00,000 = 1.8 : 1 | Decreases |
| Issues equity shares for ₹2,00,000 in cash | +2,00,000 | No change | 10,00,000 ÷ 4,00,000 = 2.5 : 1 | Increases |
Key terms
- Current ratio
Current assets ÷ current liabilities; a test of short-term solvency.
- Quick assets
Current assets other than inventories and prepaid expenses.
- Liquidity
Ability to meet obligations falling due within the operating cycle or twelve months.
4. Solvency ratios
Debt-equity ratio = debt ÷ equity (debt = long-term borrowings + long-term provisions; equity = shareholders' funds). A low ratio means a larger safety margin for lenders; a high ratio means heavy dependence on borrowed funds and a larger fixed interest burden.
Total assets to debt ratio = total assets ÷ debt. The higher it is, the better covered the long-term lenders are.
Proprietary ratio = shareholders' funds ÷ total assets. It shows the share of assets financed by owners; a higher ratio means greater long-term safety for creditors.
Interest coverage ratio = profit before interest and tax ÷ interest on long-term debt (in times). It shows how many times interest is earned; a high figure reassures lenders that interest will be paid even if profits fall.
| Ratio | Working | Result |
|---|---|---|
| Debt | 5,00,000 + 1,00,000 | ₹6,00,000 |
| Equity (shareholders' funds) | 10,00,000 + 5,00,000 | ₹15,00,000 |
| Debt-equity | 6,00,000 ÷ 15,00,000 = 0.4 : 1 | 0.4 : 1 |
| Total assets to debt | 25,00,000 ÷ 6,00,000 ≈ 4.17 : 1 | 4.17 : 1 |
| Proprietary | 15,00,000 ÷ 25,00,000 = 0.6 : 1 | 0.6 : 1 |
| Ratio | Formula | A higher figure means… |
|---|---|---|
| Debt-equity | Debt ÷ Equity (shareholders' funds) | more reliance on borrowed long-term funds: riskier for lenders |
| Total assets to debt | Total assets ÷ Debt | more assets behind each rupee of debt: safer for lenders |
| Proprietary | Shareholders' funds ÷ Total assets | owners finance more of the assets: safer for outsiders |
| Interest coverage | Profit before interest and tax ÷ Interest on long-term debt | interest is easier to pay out of profit |
| Narmada, year ended 31 March 2026 | ₹ |
|---|---|
| Profit before interest and tax | 4,00,000 |
| Interest on 10% debentures of 5,00,000 | 50,000 |
| Interest coverage | 4,00,000 ÷ 50,000 = 8 times |
Key terms
- Debt
Long-term borrowings plus long-term provisions.
- Proprietary ratio
Shareholders' funds as a proportion of total assets.
- Interest coverage
Times the interest on long-term debt is covered by profit before interest and tax.
5. Activity (turnover) ratios
- Inventory turnover = cost of revenue from operations ÷ average inventory. A higher figure means faster-moving stock; a very high one can mean stock too thin to meet demand.
- Trade receivables turnover = credit revenue from operations ÷ average trade receivables. Higher means quicker collection.
- Trade payables turnover = net credit purchases ÷ average trade payables. Higher means suppliers are paid quickly; lower means the firm takes longer credit.
- Fixed asset turnover = revenue from operations ÷ net fixed assets.
- Net asset (capital employed) turnover = revenue from operations ÷ capital employed.
- Working capital turnover = revenue from operations ÷ working capital.
All are in times. Revenue from operations is net of sales returns; credit purchases are net of purchases returns.
| Ratio | Working | Result |
|---|---|---|
| Inventory turnover | 30,00,000 ÷ 3,00,000 = 10 times | 10 times |
| Trade receivables turnover | 32,00,000 ÷ 2,70,000 ≈ 11.85 times (average of 2,60,000 and 2,80,000) | 11.85 times |
| Trade payables turnover | 24,00,000 ÷ 2,50,000 = 9.6 times (average of 2,60,000 and 2,40,000) | 9.6 times |
| Turnover ratio | Flow of the year (numerator) | Resource (denominator) |
|---|---|---|
| Inventory | Cost of revenue from operations | Average inventory |
| Trade receivables | Credit revenue from operations | Average trade receivables |
| Trade payables | Net credit purchases | Average trade payables |
| Fixed asset | Revenue from operations | Net fixed assets |
| Net asset (capital employed) | Revenue from operations | Capital employed |
| Working capital | Revenue from operations | Working capital |
| Narmada, year ended 31 March 2026 | ₹ |
|---|---|
| Opening inventory | 2,80,000 |
| Add: Purchases | 29,20,000 |
| Add: Direct expenses (wages, carriage inwards) | 1,20,000 |
| Less: Closing inventory | (3,20,000) |
| Cost of revenue from operations | 30,00,000 |
| Check: revenue − gross profit | 40,00,000 − 10,00,000 = 30,00,000 |
| Average inventory | (2,80,000 + 3,20,000) ÷ 2 = 3,00,000 |
| From the liabilities side | ₹ | From the assets side | ₹ |
|---|---|---|---|
| Shareholders' funds | 15,00,000 | Non-current assets | 17,00,000 |
| Add: Non-current liabilities | 6,00,000 | Add: Working capital (current assets − current liabilities) | 4,00,000 |
| Capital employed | 21,00,000 | Capital employed | 21,00,000 |
| Ratio | Working | Result |
|---|---|---|
| Fixed asset turnover | 40,00,000 ÷ 16,00,000 = 2.5 times (net fixed assets 15,00,000 + 1,00,000) | 2.5 times |
| Net asset turnover | 40,00,000 ÷ 21,00,000 ≈ 1.9 times | 1.9 times |
| Working capital turnover | 40,00,000 ÷ 4,00,000 = 10 times | 10 times |
Key terms
- Inventory turnover
Times the average inventory is sold and replaced in a year.
- Trade receivables turnover
Times the average receivables are collected in a year.
- Net asset turnover
Revenue from operations generated per rupee of capital employed.
6. Profitability ratios
- Gross profit ratio = gross profit ÷ revenue from operations × 100.
- Operating ratio = (cost of revenue from operations + operating expenses) ÷ revenue from operations × 100.
- Operating profit ratio = operating profit ÷ revenue from operations × 100 = 100 − operating ratio.
- Net profit ratio = net profit ÷ revenue from operations × 100, computed on profit before tax or on profit after tax as the question asks.
- Return on investment (return on capital employed) = profit before interest and tax ÷ capital employed × 100.
Gross and operating ratios ignore non-operating items; the net profit ratio includes them. Return on investment uses profit before interest because capital employed includes the lenders’ money.
| Particulars | ₹ |
|---|---|
| Revenue from operations | 40,00,000 |
| Less: Cost of revenue from operations | (30,00,000) |
| Gross profit | 10,00,000 |
| Less: Employee benefits expense | (2,40,000) |
| Less: Depreciation and amortisation | (1,20,000) |
| Less: Other operating expenses | (2,40,000) |
| Operating profit | 4,00,000 |
| Add: Interest received on investments | 20,000 |
| Less: Loss on sale of machinery | (20,000) |
| Profit before interest and tax | 4,00,000 |
| Less: Interest on long-term debt | (50,000) |
| Profit before tax | 3,50,000 |
| Less: Tax at 30% | (1,05,000) |
| Profit after tax | 2,45,000 |
| Ratio | Working | Result |
|---|---|---|
| Gross profit ratio | 10,00,000 ÷ 40,00,000 × 100 = 25% | 25% |
| Operating ratio | 36,00,000 ÷ 40,00,000 × 100 = 90% | 90% |
| Operating profit ratio | 4,00,000 ÷ 40,00,000 × 100 = 10% | 10% |
| Net profit ratio (after tax) | 2,45,000 ÷ 40,00,000 × 100 ≈ 6.13% | 6.13% |
| Net profit ratio (before tax) | 3,50,000 ÷ 40,00,000 × 100 = 8.75% | 8.75% |
| Return on investment | 4,00,000 ÷ 21,00,000 × 100 ≈ 19.05% | 19.05% |
Key terms
- Operating ratio
Operating cost as a percentage of revenue from operations.
- Operating profit
Gross profit minus operating expenses.
- Return on investment
Profit before interest and tax as a percentage of capital employed.
7. Missing figures, interpretation and limitations
Missing figures. Turn each given ratio into an equation (for example, current assets = 2.6 × current liabilities), solve in a chain, and finish by recomputing every given ratio from your answers.
Interpretation. Compare each ratio with a benchmark (2 : 1, 1 : 1), with earlier years and with similar firms; read the families together (a rising gross profit ratio with a falling net profit ratio points to expenses below gross profit).
Limitations of ratio analysis:
- based on past, historical-cost figures; price-level changes are ignored;
- qualitative factors are left out;
- firms may use different accounting policies, so comparisons can mislead;
- year-end figures can be window-dressed;
- there is no universally correct value for most ratios, and a ratio is only as reliable as the statements behind it.
| Step | Working | Result |
|---|---|---|
| Gap between the ratios is caused by inventory | 2.6 − 1.4 = 1.2 | — |
| Current liabilities | 1,80,000 ÷ 1.2 | ₹1,50,000 |
| Current assets | 2.6 × 1,50,000 | ₹3,90,000 |
| Quick assets | 1.4 × 1,50,000 | ₹2,10,000 |
| Check | 3,90,000 ÷ 1,50,000 = 2.6 : 1; 2,10,000 ÷ 1,50,000 = 1.4 : 1 | Both given ratios recovered |
| Ratio | Narmada | Compared with | Reading |
|---|---|---|---|
| Current ratio | 2 : 1 | 2 : 1 (convention) | Comfortable short-term position |
| Quick ratio | 1.1 : 1 | 1 : 1 (convention) | Can pay current dues without selling stock |
| Debt-equity | 0.4 : 1 | Industry practice; lower is safer | Modest borrowing |
| Interest coverage | 8 times | The higher the safer | Interest well covered |
| Inventory turnover | 10 times | Last year; similar firms | Stock sold about every five weeks |
| Return on investment | 19.05% | Cost of borrowing (10%) | Long-term funds earn more than they cost |
| Limitation | Why it matters |
|---|---|
| Past figures | Ratios describe what has happened, not what will happen |
| Inflation ignored | Old assets at cost make turnover and returns look higher |
| Qualitative factors left out | Skill of managers, morale and brand do not show in ratios |
| Different accounting policies | Depreciation or inventory methods differ between firms |
| Window dressing | Year-end figures can be tidied up to flatter the ratios |
| No universal standard | A healthy figure for one industry may be weak for another |
Key terms
- Benchmark
A standard such as a conventional level, an industry average or last year’s figure.
- Window dressing
Making the year-end position look better than it usually is.
Exam tips
Common mistakes
- Using revenue instead of cost of revenue from operations in inventory turnover, or closing instead of average inventory.
- Leaving bills receivable / bills payable out of trade receivables and trade payables, or using total instead of credit figures when credit figures are given.
- Taking current liabilities into debt in the debt-equity ratio.
- Forgetting to remove prepaid expenses (as well as inventories) from quick assets.
- Including non-operating items (loss on sale of an asset, interest received) in the operating ratio.
- Using profit after tax in return on investment or interest coverage: both need profit before interest and tax.
- Writing the answer in the wrong form (25 instead of 25%, 2 instead of 2 : 1) or not rounding to two decimal places.
How marks are usually awarded
- 1 mark: one formula, one effect of a transaction, or one ratio in an MCQ.
- 3 marks: two or three ratios, about 1 mark each (formula and working ½, answer ½), or a missing-figure chain.
- 4 marks: four ratios, or the effect of four transactions (1 mark each with the reason).
- 6 marks: five or six ratios from a balance sheet and statement of profit and loss, or a missing-figure problem; bases such as capital employed carry their own marks.
Figures in SOYL practice are imagined; your board paper will give its own.